Can People Change?

“Can people change?”

A great learning experience, like a memorable play or an important book asks a central question.

And this is the question I’ve been mulling over for the past 15 years. Though this notion of ‘change’ has always been a central theme in my work, it has bobbed and weaved through several different creative pursuits: from the behavior of television characters to the behavior of organizations.

What propels someone or something to change either alone or with another? What magical forces of power, will, circumstance, emotion, or luck get us from A to B? (Hint: it’s not a gantt chart). Whether we write the experiences to propel change for others, or face it head on ourselves, change is constant but never comfortable.

Having just led a major change initiative in my organization I was reminded of what it takes to hurl yourself into the middle of a ‘change’ tornado and the high-stakes risks you face when you take the lead. When you’re no longer just the writer behind the scenes, but the writer, producer, director, actor, and editor too… how can we ensure a fairytale ending?

We all want to belong

Groups are powerful players in the change game, often much stronger forces than individuals alone. At the end of the day, we crave belonging. A sense of belonging and of not being alone is often overlooked in why we do or don’t change. Yes you can pull on someone’s heart-strings, but a pull towards being a part of the in-group is often an even more powerful motivator. Relatedness is your friend, not your foe.

Make it universal

There’s a reason why we remember fables and the morals of our favorite films – they are relatable, digestible, and universal. How can we lower the risk of change or translate jargon into something meaningful? Use a metaphor, analogy, or a story. Like attracts like, and our brains attach to what we already know.

Be wary of the resistance

Who said change was easy? Change that truly transforms a company (or a person) demands that people give up something they care about (habits, ways of working or thinking, etc). Movies have villains (or the change resistors that will get in the way), but at work we have equilibrium to go up against. It’s natural for people to resist change – this reaction keeps us safe, whereas the new invites discomfort. Thwarting tactics may appear, but it’s only done out of aversion for the new, loss of the old, and a desire to maintain what’s familiar. As the saying goes, it’s (usually) not you…it’s them.

But just like the classic Hero’s Journey there will be someone who comes along at your low point to remind you why you’re doing what you’re doing (Thank you Adam Grant).

Use your voice

As a writer it was easy to hide behind a laptop and let my characters say the hard things. But when you’re leading change the risks don’t disappear – instead, you learn to say the hard thing and to be alright (over time) with others not wanting to hear it. The more visible we are, the more we open ourselves up for unwanted feedback or projections. If leadership is about taking risks, bolder choices come with the territory. So does criticism.

Being able to understand change for what it is, with all of its intricacies and dynamics allows us to be both observers and participants at the same time.

Change can be incredibly rewarding. Whether you’re the one going through it or helping facilitate behind-the-scenes, it is a process of asking people to move to a place they are often frightened to go. But, there is a more promising future on the other side and it is that hope that reminds me that yes, people can and do change with the right amount of support and challenge.

The Readiness Factor

“I’m ready! Let’s change. It’ll be easy, welcomed, and very smooth for everyone.”

This is rarely (ok, never) how change happens, whether it’s personal, interpersonal or organizational.

How it usually happens: good-intentioned people whisper in our ear, give us data, ask meaningful questions, tell us what’s coming, or hint at the need for change and patiently wait for someone or something to click. It’s the old, ‘know better but don’t do better’.

This year I’ve witnessed and experienced my fair amount of change and it got me thinking about the so-called ‘readiness factor’.

Aka, when does change happen, when do people and organizations decide, “I’m ready!”. Why is now the time – how did we finally move the needle?

Enter the Gleicher organizational change formula: C = (abd) > x

  • C = Change
  • a = compelling, vivid, vision of desired future state
  • b = Dissatisfaction with status quo (pain message)
  • d = Practical first steps, strategies or action plans that can close the gap
  • X = Perceived costs of change (personal / organizational)

Everyone loves a good theory. But, here’s what experience has taught me:

  1. Make it real – The need for change has to be specific and baked into the work. Abstract picture painting of the future rarely works because blank slates and ambiguity are almost as scary. We’d rather hang on to what we know.
  2. Don’t do it alone – change may start with one person but it takes an army. Find your soldiers. Remember you’re not the hero – they are.
  3. It was their idea – speaking of, it’s hard to change minds. Remember that friend who has told us the same advice for years, but we only act on it when it was our idea? Same thing in organizations.
  4. Don’t be a threat – change feels safer when it comes from someone in our in-group. If you’re in the out-group (foe, not friend), bring others with you who aren’t.
  5. Utilize momentum – change happens in small bursts and people need a sense of progress and small wins. But, once we (or our organization) have let go of something that doesn’t serve us anymore it is transformational.
  6. Change is everyone’s job. So, be wary of a scapegoat – spread the ‘pain’ around so that one person in the group isn’t holding it, or the problem, or the solution by themselves. Change is easier (not harder) in groups, but only if everyone does the work.

Ready. Set. Change.

Sometimes people complain to me

As a Learning and Development professional I am lucky to be able to help support people and organizations through growth.

Another way of phrasing this is, “sometimes people complain to me”.

They are often frustrated by someone else, by a policy, by a decision, by a lack of progress, or by not knowing the answer.

I know that their confusion and frustration signals that growth is right around the corner… if they choose to recognize it. I know this because I’ve been there too.

If people were apathetic, growth would be stagnant and stuttering at best. And that’s no fun.

Change (and learning) comes from feeling just enough yearning, a slightly wider gap between now and what could be, and a way forward, to be motivated to do something different.

But, frustration met with inaction makes for an admittedly tough situation.

And through hundreds of these conversations, and some of my own with close friends and family I’ve realized a few common themes pop up in nearly every growth conversation and opportunity:

  1. Learning what you want
  2. Learning to ask for what you want
  3. Learning to be alright with not getting what you want

There is usually something holding us back from each of these levels. Sometimes the growth is chronological – we have to learn who we are and what we want before we can ask for it.

We often don’t ask for what we want because we’re afraid of how it will look, or we want others to like us or agree with us. We can’t make everyone like us, but we can earn the respect of others by respecting ourselves first enough to speak up.

Sometimes we are masters of the first two, but can’t let go of our expectations to recognize we are holding on to them too closely. Or, we expect too much of someone before they themselves are ready.

Our expectations fail us when we know exactly how we want the story to end and then are displeased it didn’t turn out how we’ve written it in our heads. You can’t force growth, you can only model it for others.

Growth, like anything else good that appears before us or our company happens first when we are patient with ourselves and with others. It comes from letting go of our expectation to change anybody else, and instead notice, and maybe modify ourselves.

When we care about something or believe in something or someone it can be even harder to do one of the 3 above.

There is a power, confidence, and a steadiness that comes from being masters at all three – one that lets us ride the wave of uncertainty and volatility much easier than forcing change or controlling the uncontrollable.

The best lessons, the deepest learning, and the most growth whether as individuals or parts of a larger system happen with patience, support, and readiness.  If growth were easy, it wouldn’t be so rewarding.

The Beauty of the Blank Page

Resistance to change shows up in many different ways. Many want to know the steps it’s going to take, the path we should expect, the guarantees of success.

It’s often when we’re the most nervous, impatient, or feel like we have the most to lose that we want to flip to the end of the book or the last few minutes of the movie, and skip the muddling middle to know with certainty, was everything “ok”, did things go as planned, did this work. Tell me now.

We’ll do the “tough thing” if we’re sure it will go alright, we’ll say how we feel if we know the person will respond well, we’ll… you get the point.

But we know, life is hardly this certain and stable, this linear, and this accepting of our desire to control.

If we look back at our most important experiences, and look to favorite stories or improv scenes, they are the ones highlighted by change.

The best improvisers, and often some of our best leaders look for opportunities to be changed every day and in every interaction. They find a few pillars to keep them stable (read: values, principles), but also find comfort in the certainty of knowing that change is constant. And, by being open to it themselves they allow space for others to enter the scene or the story, and for that change to trickle, to transform a person, a group, a company.

In times of transition or when something is new (read: uncertain), the default is often to hold on tighter. 

When we transition to a managerial role we have to learn to let go of much of the work of the past to make room for others to learn. The easier choice is to retreat back to the familiar for the quick fix and hit of certainty and safety.

We can also choose to let go of our status, or our desire for someone else to change instead. Because, deep down we know that other person has their own story to tell and uncover.

The truth is control narrows our focus and could keep us and those we lead from greater adventures, bigger stories, and profound and lasting change.

Because learning and change are synonymous, this letting go of old habits, frames, and ways of working are what deep, transformational learning looks and feels like. Change is rarely about taking on more – we can instead view it as letting go of what we no longer need.  

Letting yourself be changed doesn’t mean letting go of caring about what the change produces or who it affects. It just means not being afraid of the blank page and the story that has yet to be told.

On Choosing to “Go First”

I’ll go first.

As kids, we watch our parents for cues as to what’s safe, what’s off-limits, and what we should stay away from. They go first, so we don’t have to.

They’ll test the food to make sure it isn’t too warm. They’ll look for the monsters under the bed.

As we get older, those cues change or disappear, and the instinct or idea that something is safe, un-scary, or worthy of taking a risk on is not a sure bet…especially in our professional lives.

Leadership and risk

As we grow up and into Leaders, there is a moment when we discover that the very thing we crave…is what we need to create for others.

You say you want safety? Well, work to make things safe for someone else. Want a more joyful work environment? Lead from a place of joy.

We make a conscious decision to complain less about what we don’t see, and create more of what we want to see.

I’ll Go first.

We feel safe when we see others take the risk for us. This sacrifice goes beyond “acting the way you want to feel”. It’s taking responsibility…so that others can succeed. Instead of relying on someone else to go ahead or grant permission, take the stage.

This is not an easy transition. But it starts with a choice. You go first.

The Hardest Part of Learning

Learning is a process, not a one-time event.

For a student of anything (law, medicine, leadership, etc), they know that the hardest part is often what happens after the classes are done and the tests have been taken.

The hardest part is entering back into the ‘real world’ where they need to put their learnings to use and apply it to their job, their everyday life, their real-world situations. Where work gets in the way, where things don’t go exactly as planned, and where the “safety” of learning something new seems to have disappeared.

The gap from learning to behavior change, or learning to application widens when we view learning as an event, instead of a process.

Event-driven learning is sometimes meant to check-a-box, to boost morale, to hide an issue.

The gap in applying learning often happens when we spend too much time honing the event, and not enough time folding the learning into the environment where the learning will need to be applied.

The gap exists when we focus too much on the content (“it”) and not enough on (“us”), how we’ll work together because of what we learned.

When we view learning as a process, instead of an event, we take into account the motivation, the practice, and the feedback that we need as learners to make it our own, to make it social, and to make it stick.

If we enable and inspire people to be constant learners, learning becomes something that we choose to do, instead of something that is done to us.

Thank You, PDI

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In grad school studying Organizational Psychology, I wrote many-a-paper about the magic that is PDI/DreamWorks.

I wanted to understand and dissect what makes (now, made) that 600-person studio so special.

It was a “dream” work place in so many ways: a place where everyone knows your name, co-workers are family, there is no visible line between the creatives and non-creatives, and everyone is a storyteller. I won the lottery when I joined in 2005, and again when I came back in 2010.

The sudden news of its closing on Thursday hit me quite hard, and of course hit those who still call the studio home much harder.

It’s where I along with so many friends saw their dreams come true, met mentors and heroes, formed life-long friendships, and not only built a career, but a calling.

I’ll be forever grateful to have been a PDI’er – and know that those of us lucky to call it home will carry the magic with us to new adventures.  Whether you experienced PDI or not, know that a work environment so welcoming and inclusive that many of us returned over and over like we were coming home to visit family doesn’t have to be a dream.

Thank you PDI, for setting the bar so high… and for inspiring everyone who walked through your doors.

From nothing to something: How to create learning experiences on the fly

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Creating learning experiences on the fly is one of the many talents of Master Facilitator and Performance expert Thiagi.

Here’s just one example of an experience he recently created, and highlighted in his monthly newsletter. What you’ll find is that facilitating meaningful discussions on leadership, communication, and teamwork doesn’t necessarily require a 50-page slide deck or months of instructional design time.

What it does require, is a willingness to a) use what’s in the room (not just the materials, i.e. chairs… but the skills, knowledge, and capabilities of your participants) to co-create a meaningful and impactful learning experience.

Here, Thiagi recounts a recent training session where he walked into the room to see the chairs arranged in a single line.

I took one look at the room set up and thanked my lucky stars for providing the perfect arrangement for an experiential exercise. I told the participants to organize themselves into four groups of six. I asked one person in each group to act as a non-participating observer. I assigned myself the observer’s role for the group that had only five members. I asked each group to spend 7 minutes to plan how to rearrange the chairs in the room to permit teamwork and small-group discussions. I called the observers and gave them specific suggestions on what to watch out for.

After the 7 minutes of planning, I asked members of each group to hold one-on-one conversations with the members of the other groups. After about 5 minutes, I asked the groups to revise their original plans to please the members of the other group. Each group presented its final plan. The plans included removing all the chairs to the hallway and conducting a stand-up session, arranging the chairs in six clusters of four, arranging 24 chairs in a large circle, and letting each participant own a chair and carry it around whenever a new configuration was required. We conducted a poll to choose the best approach (which turned out to be each participant lugging his or her chair around) and spent 5 minutes implementing the plan.

This activity provided valuable experiences related to communication and leadership. I conducted a debriefing discussion with these types of questions: Who assumed the leadership role? Who talked the most? Who came up with the best ideas? How did you listen to the others in your group? To the people from the other groups? How did you attempt to persuade the others? Who kept track of the time? Who took notes? What would have happened if I assigned the leader’s roles to specific participants?

These questions and the responses from the participants and the observers formed the foundation for leadership and communication principles and procedures that we explored for the rest of the day.

Instead of lecturing about leadership to begin the session, Thiagi designed a simple experience for his participants to learn by doing – and to guide the debrief towards specific learning outcomes.

Simple, yes. Effective, yes…  if we can create the conditions and ask the right questions to pique curiosity and spur reflection, then we have more tools already at our disposal than we realize.